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From the Publisher CMMI Offers an Enterprise Focus for Technology Change Management Technology change management represents



process management, and is a key practice of adaptive, higher maturity organizations. Managing changes in technologies and processes are among the foremost challenges for many organizations because process stability and continual improvement are difficult to balance. Technology change management is not an isolated activity; rather it is a process that touches many of the sociotechnical activities in an organization. It includes business and work processes and technical systems. Models such as the Capability Maturity Model ® (CMM®) provide a vital focus for technology change management. The integration of disciplines within a single model, the CMM Integration (CMMI SM) offers a more encompassing focus to better support technology change management efforts for projects and enterprise-wide process improvement. In his article, “Structured Approaches to Managing Change ” (page 4), Mark Paulk offers three perspectives that may be of value in thinking about change management: 1. internally driven change [push] vs. externally driven change [pull] 2. change directed at products and services vs. those directed at design and production processes 3. incremental vs. revolutionary change He notes that considering innovation management models can lead to significant changes in models, such as the CMM, that are widely influential in driving process improvement. Models also can influence strategic decision making by broadening and structuring executives ’ thinking. An objective view of the challenges that must be overcome in adopting a new technology or process can be materially aided by structuring the analysis around models. Linda Levine, in her article “Integrating Knowledge and Processes in the Learning Organization ” (page 17), writes that paying attention to how people learn enables more effective change management. Learning and technology change management reinforce one another. When people are asked to change how they work, such as in adopting changes in technology or process improvement, then they are asked to learn. To be successful, learning organizations require the integration of process management, knowledge management, and technology

Year: 2008
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